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Non-technical companies typically see technology as a secondary priority and
leave software projects to siloed business units. This leads to technical
sprawl, which manifests when different business units implement their own
initiatives without consulting each other, build conflicting or incompatible
solutions, compromise security due to inconsistent standards and access, and
overload IT departments that struggle to monitor and manage everything. If
your company has not yet succeeded in managing technical sprawl (or if you
have not yet begun to tackle the problem), we recommend that you tackle that
problem before trying to launch a complex AI initiative. If unaddressed,
technical sprawl will lead to your company investing in fits and starts and
buying third-party AI products for narrow purposes, which will only
exacerbate your existing problem.
Building and maintaining a strategic, centralized, and secure architecture also
requires strong executive commitment led by the C-Suite, plus ongoing
operational collaboration from all departments and business units.
DOES YOUR CORPORATE CULTURE VALUE DATA AND ANALYTICS?
There is no point in laboriously gathering data and running sophisticated
machine learning models if the analysis will be ignored. Many of the world’s
largest enterprises have historically grown through gut decisions from
influential executives, not from collaborative, data-driven decision-making.
Due to past successes, some leaders prioritize their own beliefs and methods
and are openly hostile to analytical approaches and centralized technology.
Almost all of us have worked with colleagues with dogmatic qualities in our
professional careers. They have a special name: HiPPO, which stands for
“highest paid person’s opinion." HiPPOs insist that their strategy is the right
direction for the company, based largely on the fact that they came up with
the idea. They often emerge with little warning to ram a new “vision” through